Académique Documents
Professionnel Documents
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ARNY V. LANA
2017
Philippine Copyright 2017
by Arny V. Lana
and the Graduate School
Polytechnic University of the Philippines
All rights reserved. Portions of this manuscript may be reproduced with proper
referencing and due acknowledgement of the author.
EFFECTIVENESS OF PROJECT MANAGEMENT ON LEED
PROJECTS THROUGH APPLICATION OF ISO 9001:2015
QUALITY MANAGEMENT SYSTEM
A Thesis
Presented to the Faculty of the Graduate School
Polytechnic University of the Philippines
Sta. Mesa, Manila
By
ARNY V. LANA
December 2017
i
CERTIFICATION
Evaluation Committee
APPROVAL
Approved by the Panel on Oral Examination on November 26, 2017 with the
grade of______.
ii
ACKNOWLEDGMENTS
final thesis presentation here in the Philippines, to Dr. Joseph Mercado, Prof.
Roque Senga and the rest of all mentors of RS-PUP OU MSCM program in UAE
namely: Dr. Guillermo O. Bernabe for his advice on how to proceed with my
thesis, to Dr. Lincoln A. Bautista together with Dr. Remedios G. Ado for sharing
their expertise that helped in the process of completing this research study.
I am also indebted to all scholars and researchers whose work are cited
herein, the UAP UAE Dubai and Abu Dhabi Chapters, OFISOA ISO Auditors UAE,
RS-PUP OU MSCM colleagues who gave their time and encouragement without
Sergii Moiselle C. Lana and Nirvii C. Lana, for their understanding, love and
support throughout the entire preparation of my thesis. And finally to God Almighty
iii
CERTIFICATION OF ORIGINALITY
This is to certify that the research work presented in this thesis entitled
of original and scholarly work carried out by the undersigned. This thesis does not
contain words or ideas taken from published sources or written works that have
been accepted as basis for the award of a degree from any higher education
iv
ABSTRACT
Year : 2017
applicable for LEED projects. This was through the application of ISO 9001:2015
processes for controlled activity that can change construction strategies for
successful project delivery of LEED projects. Hence it was the objective of the
ISO 9001 (QMS) quality management system to further improve the process till it
v
The information gathered from reference books, ISO International
Standards, journals, literature, and survey research revealed that the application
years, composed of degree holders who assessed the level of effectiveness in the
Likewise, from the literature review, the (QMS) PDCA was found to be a good
management. It was justified with the survey results from the selected specialized
professionals working in different fields of construction that the ISO 9001 (QMS)
For the system process to become successful, the application of ISO 9001
Project management process system shall be required for further analysis with
approach” that can be an effective alternative method and strategy for Project
vi
TABLE OF CONTENTS
Pa
ge
Title Page...............................................................................................................i
Certification and Approval Sheet........................................................................ii
Acknowledgements..............................................................................................iii
Certification of Originality...................................................................................iv
Abstract.................................................................................................................v
Tables of Contents..............................................................................................vii
List of Tables........................................................................................................ix
List of Figures......................................................................................................xi
Introduction.......................................................................................................1
Theoretical Framework.....................................................................................5
Conceptual Framework...................................................................................10
Statement of the Problem...............................................................................11
Scope and Limitation of the Study..................................................................12
Significance of the Study................................................................................13
Definitions of Terms........................................................................................14
3 Methodology
Method of Research.......................................................................................32
Population, Sample size and Sampling technique……………………………..32
Description of Respondents…........................................................................33
Research Instrument......................................................................................33
Data-Gathering Procedure.............................................................................34
Statistical Treatment of Data..........................................................................34
vii
4 Results and Discussion
Summary of Findings......................................................................................54
Conclusions....................................................................................................57
Recommendations..........................................................................................58
References...........................................................................................................59
Appendices
viii
LIST OF TABLES
Number Title Page
1. Frequency and Percentage Distribution of Respondents
In terms of Age…………………………………………………………………37
ix
In the Aspect Creation of Closing Process Group....................................50
x
LIST OF FIGURES
Number Title Page
1. Theoretical
Framework…………………………………………………………5
xi
Chapter I
THE PROBLEM AND ITS SETTING
Introduction
global climate change is a worldwide calling to protect world resources for the
development that meets the needs of the present, without compromising the
ability of future generations to meet their own needs”, brings significant impact on
GCC countries to follow through with their own sustainable development through
methodologies and techniques will increasingly play a very vital important role in
methods and strategies on how they plan and execute activities in construction
work. Researchers Azouz & Kim, on their study, “Examining contemporary issues
perceived additional risk of dealing with the unknown innovations, thus raising
questions on project management effectiveness strategy and approach on LEED
according to (Lampel, 2001) and one of the reason for measuring maturity as
mentioned by (Kwak, Lbbs, 2002). It is also the measurement of the quality of the
his articles. The efficiency and effectiveness of project management can be seen
only in construction at the stages on which the important part of the project
construction projects. The time, cost, and quality are “performance factor
system does not work or if the end results does not meet its purpose and
2
endeavors where the efficiency and effectiveness should be properly defined
Management System- the process is unclear and not defined. It does not show
any guarantee of performance results if area is confined to efficiency alone but not
in terms of meeting the effectiveness results that connects the final product for
customer satisfaction. During the 1980s to 90s, the Quality Movement added
Deming introduced concepts that made it clear: Success is not about the numbers
but the satisfaction of customer and stake holders (Goff, 2013). The “Deming”
(QMS) PDCA cycle will be the basic structure for the application of knowledge,
skills, tools and techniques to a broad range of activities in order to meet the
project objectives, and the project to become successful. In reality, there are many
deliveries, but the guarantee that these can give a 100% solution on project
success is not sure. It always depends on how effectively the project management
requiring strategy that can effectively deliver good project performance results.
3
Architects, engineers and project managers working in the construction industry
the project expectation does not meet its own objectives, the effectiveness of the
LEED projects should be seriously taken since it is the part of the sustainable
Theoretical Framework
The PDCA in the ISO 9001 (QMS) is one of the simplest and the easiest
with the adoption of a Quality Management System is a strategic decision that has
(PDCA) cycle and Risk based thinking. The ISO 9001:2015 QMS has Ten (10)
Figure 1
PDCA Cycle in the ISO 9001: 2015 (QMS) Structure
5
6
Figure 2
ISO 9001: (QMS) and the PDCA Structures
management the PDCA can lead to repeated improvements in the processes with
Plan: It establish the objectives and goals of the system and its processes
to be improved or develop with clear specifications. Set the deadlines, note all the
According to (Hammar, 2016), Planning is part of the QMS that starts on the
context of the organization, in other words, sets the objective of the system and
processes to deliver results “What to do” and “How to do it” (Neyestani, 2016).
Do: Planning is useless unless the plan is implemented. The controls for
was planned. Perform the entire task, inform the stakeholders and highlight any
plan activities and report the result, to review and to make changes to address
issues, validate whether the outcome is as intended and as planned, make all the
variations, defects, best practices, challenges faced and root causes of the entire
problems encounter.
7
Act: Take actions to improve performance as necessary. The actions
needed to address any issues that found addressing nonconformity for corrective
system. Identify the preventive actions for all the root causes of the problem,
Figure 3
Schematic Representation of the Elements of a Single Process
the intended results in accordance with the quality policy and strategic direction of
the organizations. Management of the processes and the system as a whole can
be achieved using the PDCA cycle with an overall focus on risk-based thinking
8
The application of the process approach in quality management system enables
information.
with its context and objectives.” It means decisions should be made with
Relationship management.
The High Level Structures (HLS) as a result of the new ISO 9001:2015,
9001:2015 puts more on focus on input and output that emphasize assessing the
9
processes. Closely monitor information and specifications involved in the process
and must clearly check whether good comes out of the process.
10
FEEDBACK
Figure 4
Conceptual Paradigm
11
when grouped according to profile:
4.1. Architects-Project Managers;
4.2. Engineers-Project Managers;
4.3. LEED Professionals (Certified GAs and APs)?
(QMS) quality management system and the PDCA integrative approach through
process management. With reference guide study from PMBOK 5th edition, LEED
TuvNORD Lead Auditors manual, IRCA Germany, related literature and past
frameworks.
can be reliable for project delivery leading for successful outcome results.
12
This Study is significant to the following:
Architects. With the new trending building types and sustainable development,
techniques that can be adopted in his design. Since he is the author of the
structure.
Engineers. The engineer is the technical person for the execution and
having solid basis for evaluation of efficiency and effectives of the projects.
Definitions of terms
skills needed to adequately perform the job. The competence of the employee is
the ability of their known skills and experience to satisfy the requirements of the
job. Where the abilities, skills, experience and education of an employee do not
13
fully satisfy the needs required to perform a job, training can be applied to bridge
the gap and provide the additional required skills and knowledge.
service, document, record, etc. And the requirements are those that the company
has decided are required for the output article. Conformity is when the output
meets the requirements, and inversely, nonconformity is when the output fails to
Correction - When nonconformity occurs, there are steps taken to correct the
important to correct not only the immediate problem, but to find what the root
perceives that your product or service has met their requirements. This deals
more with the way that a customer has interpreted the outcome of your product or
services.
14
Of a project, from its beginning to its end.
the design outputs (drawing, specification, plans, documents, etc.) and comparing
them to the design inputs (requirements for the design) to make sure that all
requirements are met. Design validation occurs when you actually create a
product or service and see that the actual outcome of the design meets the
requirements.
Effectiveness - This is a measure of the match between stated goals and their
more general sense, it is the ability to do things well, successfully, and without
that minimizes harmful effects on human health and the environment. The "green"
architect or designer attempts to safeguard air, water, and earth by choosing eco-
15
Integrative process - Is a comprehensive approach to building systems and
equipment. Project team members look for synergies among systems and
components, the mutual advantages that can help achieve high levels of building
standards organizations.
demonstrate the ability to consistently provide products and services that meet
oriented building certification program run under the auspices of the U.S. Green
LEED GA - LEED Green Associate. GBCI has created the LEED Green
those objectives.
services. Temporary means that every project has a definite end. A piece of
16
planned work or activity that is completed over the period of time intended to
controlling, and closing the work of a team to achieve specific goals and meet
achieve all of the project goals within the given constraints and the application of
improve processes with the goal to meet customer requirements profitably. A core
method used in business for the control and continual improvement of processes
and products.
17
PMBOK - Stands for Project Management Body of Knowledge and it is the entire
business area of an organization that can impact the organization's ability to meet
9001:2015 quality standard within your organization, you must satisfy the
Risk based thinking - One of the key changes in the 2015 revision of ISO 9001
Scope changes - is an official decision made by the project manager and the
18
change involves making adjustments to the cost, budget, other features, or the
timeline.
uncontrolled growth in a project's scope, at any point after the project begins. This
can occur when the scope of a project is not properly defined, documented, or
controlled.
objects, the built environment, and services to comply with the principles of social,
19
Chapter 2
As mentioned in the previous chapter; this study was carried out to analyze
ISO 9001:2015 (QMS) Quality Management System with the objective of getting
related literature of foreign and local setting. From the context of the built
which states that: Sustainable development is development that meets the needs
of the present without compromising the ability of future generations to meet their
own needs, initiatives around the world for sustainable has been taken including
the UAE who makes their own initiatives. The rapid changing of sustainable
the principles and action lines needed to achieve the quality objectives of an
Japan gave birth to the concept of total quality management (TQM), a method for
achieve the delivery of the product or service provided to the customers (Hammar,
ISO 9001) and seeking to meet or exceeding stakeholder needs within the limits
of scope, time cost and quality. But the present issues of Project Management
methods have focus only on the primary concern on the output delivery of the
projects rather than the outcome results neglecting the desires of effective value
processes of the present system used resulted in major project failures. The
practice has not been standardized affecting the efficiency and effectiveness for
(2017). ISO 9001 standard has shown its capabilities to lower cost, increase
find out that both methodologies share the same objectives of addressing
management is the critical link in the integration of these two concepts the
effectiveness on project.
23
Based on the research study conducted by Zewdie et al concluded that if at
least 70% of processes are implemented, there will be high probability of projects
part of every project management, the processes from the moment the project
initiates up to the final steps in the project closure stages. The processes and
ISO standards talks about the concept of continuous improvement in the quality
management system, explicitly naming the PDCA Cycle (Plan, Do, Check and
9001 and the use of process management further reinforce the methodology. The
professionals that manage and run projects are now able to use the same
concepts and structures in their contractual and working relationships with clients,
24
Overview of LEED, ISO and Project Management in UAE
Rashid Al Maktoum, Vice President and Ruler of Dubai, stated: All owners of
residential and commercial buildings and properties in the Emirate of Dubai must
turn Dubai into a healthy city that meets the demands of best practice and the
Dubai on a “greener” and more sustainable development path taken a bold step
forward with these new building regulations which address the Emirate’s most
the common principles of Sustainability which are often referred to as the “Triple
beyond just the economic aspects of any product, project or programmed. The
Leadership in Energy and Environmental Design (LEED) code has been adopted
by numerous projects in Dubai, and over 500 projects in the UAE have applied for
a LEED rating.
In Abu Dhabi - The Pearl Rating System for Estidama (which means
buildings in Abu Dhabi as of September 2010, which is linked to the Abu Dhabi
driven although some master developers in the UAE have mandated minimum
levels of LEED rating on their projects; The Urban Planning Council Abu Dhabi
(UPC) have mandated that all new projects in Abu Dhabi must achieve a minimum
25
1 Pearl and all government funded projects must achieve a 2 Pearl rating. In brief,
while the principles and practices of sustainability are similar to LEED, the Pearl
Rating System has been regionalized to emphasize the particular concerns of Abu
Dhabi and the UAE. These areas of concentration can begin to be seen in a side
Saber (2013) The Dubai construction sector is still in the infant stage with regard
to green building practices. Some have gained experiences from working in LEED
among stakeholders about the green building practice. Experts believe that there
is urgent need for learning and developing skills in order to progress that will take
The main barriers construction faced while complying with the mandatory
following: no clarity was provided on the scope of the policy. Increased cost for
principles, strategies and methods, emphasizing the needs for integrated and
26
holistic approach for implementing sustainability in building projects. It requires
the whole project team to think of the entire building and all of its systems
process needs for the design and operations of sustainable built environments
recognized as one of the PMBOK® Guide nine areas of knowledge; most of what
has been published on the subject refers to the application in a project context of
quality concepts. Project management has evolved vast array of best practice
frameworks and methodologies. The PMI who is the leading organization behind
over the period of time established in setting standards identified the areas of
27
The article discussed at PM World Journal by Ozguler (2015) titled: “The
way of establishment of the organization process” from the PMI’s point of view;
objectives where the project management processes are ensuring the effective
flow of the project throughout its life cycle. The paper presented at Project
management.
of coordinated and controlled activities with start and finish dates conforming to
and effectiveness” in Project Management discussed that time, cost and quality
are efficiency factors that both are essential in the Application of Quality
28
Synthesis
The growing concern over climate change and sustainable design; LEED is
is within the context of environmental impact throughout the life cycle of LEED
methodologies that play important role for effective project delivery. The rapid
Kim, 2015 stated as perceived additional risk of dealing with the unknown
because of the special requirements of LEED projects and issues that needs to
be address like; integrative inputs from the design and construction team that is
LEED projects, the integration of expert who understand the complexity of project
longer confines in efficiency in terms of project scope, time, cost rather it is the
29
effectiveness that connects the final product to the customer’s satisfaction. Due to
this many challenges in the implementation of LEED projects; The Impact of ISO
processes that can further improve the effectiveness and efficiency through
and validates project performance, and outcome results for client satisfaction.
LEED projects, where the PDCA application can be used as tools and techniques
identifying major issues that causes project management failures subject for
employs the process approach incorporates the PDCA cycle and Risk based
thinking which enables an organization to plan its processes and their interaction.
The PDCA cycle enables an organization to ensure that its processes are
recorded and acted upon. The PDCA cycle is a repetitive four-stage model for
30
improvement is to achieve excellence results. Summarizing this for sustainable
countries like UAE who took their own LEED initiatives with the rapid changing
Management System. The PDCA methodology that can play a very important part
satisfaction.
be measure base on the outcomes results on the process approach and efficient
areas of knowledge.
of ISO 9001 Quality Management System and PDCA methodology can improve
LEED project performance with the ultimate goal of integration of these processes
having effective project management that have the same goal addressing
31
Chapter 3
METHODOLOGY
how the study has been conducted, what parameters were set in order to get data
instrument, data gathering procedures and finally, the statistical treatment of data.
Method of Research
Descriptive research method was used to evaluate effectiveness of Project
2015 QMS. And the researcher wanted to find out the level of effectiveness of
were mainly located in UAE, Dubai and Abu Dhabi where this study was
conducted with the sample size of 96 was determine from selected population of
n= 96
Description of Respondents
Respondents were selected Professionals working on different field of
Research Instruments
9001:2015, TuvNORD, PMBOK Guide, 5th Edition and LEED v4 user guide.
through ISO 9001 (QMS); Significant difference on the level of effectiveness of the
respondents when grouped according to profile. Actions that may be proposed for
based on the ISO 9001:2015 (QMS) and PMBOK Guidelines that includes’ sub-
of ISO (QMS) to project management for LEED projects that can be integrated.
Expert advice and pilot survey questionnaire was done in order to test the
Engr. Ryan Ben Sabilala, LEED AP (BD+C) and Engr.Kitz Idoz, PM, PEM where
33
The data sources were categorized as to prime sources and secondary
sources where the first one provided original data for this research. Researcher
the survey questionnaires and for the quick response. The secondary sources
were from journals, books, and articles to identify data for the research topic in
connection to the prepared four (4) survey questionnaires that were sent to
projects.
to the magnitude of the observations. This will allow figuring out easily the
respondent response and identifying how many times the response in from each
category.
34
Median = equal to the number or item in the middle of the distribution list
Based on the respondent answer of tallying.
where the variables in the analysis are split and independent variable.
there are any statistically significant differences between the means of three or
35
Chapter 4
In this chapter the results of the data are presented, analyzed and
narratives. Data were interpreted in light of information gathered during the review
of relevant literature and studies and the collected response was used in this
thesis. Two fundamental goals drove from the collection of data and the
Management System and the proposed action for LEED project implementation
PDCA methodology of ISO 9001:2015 (QMS); [4] Identifying major issues that
caused project management failures subject for corrective action; [5] Alternative
length of work experience and Educational Attainment. The findings of this study
Table 1
Frequency and Percentage Distribution of
Respondents in terms of Age
to 31-40 years old, followed by 22 or 32.35% who were 41-50 years old, then 14
or 20.59% were 25-30 years old. The last 3 or 4.41% belonged to 51-60 years old.
From 31 to 50 years of age this gives an indication that majority on this bracket
age understood the ISO 9001 application to project management for LEED
projects.
37
1.2. According to Sex
Table 2
Frequency and Percentage Distribution of Respondents
In terms of Sex
or 21 respondents were female. The result indicated that majority were male.
Table 3
Frequency and Percentage Distribution of Respondents
in terms of Length of Working Experience
Length of
Experience Frequency Percentage (%)
15 years above 14 20.59
12-15 years 31 45.59
9-11 years 20 29.41
6-8 years 2 2.94
3-5 years 1 1.47
Total 68 100.00
38
respondents between 6 to 8 years experience and 1.47% or 1 respondent
Table 4
Frequency and Percentage Distribution of
Respondents In terms of Educational Attainment.
Master 4 5.88
Total 68 100.00
Degree holders and 5.88% or 4 respondents were Master degree holders. This
LEED projects through ISO 9001 QMS, survey questioned was formulated in the
form of “Likert Scale”: [5] Very Effective, [4] Effective, [3] Somewhat Effective, [2]
39
2.1. Level of Effectiveness of Project Management on LEED
Projects In the Aspect of “Leadership”
Table 5
In the Aspect of ISO 9001:2015 (QMS); “LEADERSHIP”
respectively. And with the overall weighted mean of 4.17% result indicated that the
40
2.2. Level of Effectiveness of Project Management on LEED
In the Aspect of “Planning”
Table 6
In the Aspect of ISO 9001:2015 (QMS); “PLANNING”
Verbal
Weighte
PLANNING Interpretatio
d Mean
n
Actions to address risk and opportunities: The
project team shall plan how to integrate risk
4.32 Effective
management and implement the plan of actions
into project.
The project team shall consider the purpose of
project changes and their potential consequences;
the integrity of the quality management system; the
4.22 Effective
availability of resources; the allocation or
reallocation of responsibilities and approval of
authorities.
The top management organization shall plan; to
address risks. Avoiding risk, taking risk in order to
pursue an opportunity, eliminating the risk source, 4.04 Effective
changing the likelihood or consequences, sharing
the risk, or retaining risk by informed decision.
When planning how to achieve its quality
objectives: the organization shall determine how 4.25 Effective
the result will be evaluated. (Lesson learned)
Overall Weighted Mean 4.21 Effective
respectively. And with the overall weight mean of 4.21% results indicated that the
41
2.3. Level of Effectiveness of Project Management on LEED In the
Aspect of “Support”
Table 7
In the Aspect of ISO 9001:2015 (QMS); “SUPPORT”
Weighted Verbal
SUPPORT Mean Interpretation
The top management organization shall
consider; the capabilities of, and constrains
4.24 Effective
on, existing internal resources; what needs to
be obtained from external providers.
Provide the necessary support for the effective
implementations of quality management
4.16 Effective
system, its operation and control of its
processes.
The top management organization shall:
determine the necessary competence of
project team doing work under its control
4.16 Effective
that’s affect the performance and
effectiveness of the project management
system and quality.
The top management organization shall;
where applicable, take actions to acquire the
4.16 Effective
necessary competence and evaluate the
effectiveness of the action.
Overall Weighted Mean 4.18 Effective
respondents respectively. And with the overall weight mean of 4.18% result
indicated that the response conclusion on the four subsections under support was
“Effective”.
42
2.4. Level of Effectiveness of Project Management on LEED In the
Aspect of “Operation”
Table 8
In the Aspect of ISO 9001:2015 (QMS); “OPERATION”
Weighte Verbal
OPERATION
d Mean Interpretation
In determining the stages and controls for
design and development: The organization
shall consider; the required design and
4.31 Effective
development verification and validation
activities, the need to control interfaces
between persons involved in.
Control changes: the organization shall retain
documented information describing the result of
the review changes, the person authorizing the 4.31 Effective
change, and any necessary actions arising from
the review.
Design and development planning: the
responsibilities and authorities involved in the 4.21 Effective
design and process.
Overall Weighted Mean 4.27 Effective
Table 8 depicts the weighted mean and verbal interpretation of the aspect
And with the overall weight mean of 4.27% result indicated that the response
43
2.5. Level of Effectiveness of Project Management on LEED In the
Aspect of “Performance Evaluation”
Table 9
In the Aspect of ISO 9001:2015 (QMS); “PERFORMANCE EVALUATION”
PERFORMANCE
Weighted Verbal
EVALUATIO Mean Interpretation
N
The organization shall determine: what needs to
4.41 Effective
be monitored and measured.
The organization shall determine: The methods
for monitoring, measurement, analysis and 4.32 Effective
evaluation needed to ensure valid results.
Analysis and evaluation: if planning has been
4.07 Effective
implemented effectively
Analysis and evaluation: the effectiveness of
4.16 Effective
action taken to address risk and opportunities.
Overall Weighted Mean 4.24 Effective
respondents respectively. And with the overall weight mean of 4.24% result
44
3. Effective action on Project Management for LEED Projects in the Aspects
Creation of; Project Management Process Group, Initiating Process
Group, Planning Process Group, Executing Process Group, Monitoring
and Controlling Process Group and Closing Process Group.
in the form of “Likert Scale” as [5] Strongly recommended, [4] Recommended, [3]
Table 10
In the Aspect Creation of Project Management Process Group
Project Management Weighted
Verbal Interpretation
Process Group Mean
Provide clear definition of
management requirements to
implement sustainable design into
4.15 Recommended
construction, Project management as
per PMBOK will be applicable to
LEED projects.
Identify five distinct, phases that
incorporate management knowledge 4.34 Recommended
into a successful project.
The five Process Groups are:
Initiating, Planning, Executing,
4.43 Recommended
Monitoring and Controlling, and
Closing.
Overall Weighted Mean 4.31 Recommended
Table 10 shows the weighted mean and verbal interpretation of the aspect
The overall weighted mean score of 4.31% indicated the three subsections and
45
the creation of project management process group for LEED project was
“Recommended”
Table 11
In the Aspect Creation of “Initiating Process Group”
Table 11 shows the weighted mean and verbal interpretation of the aspect
overall weighted mean score of 4.22% indicated the two subsections and the
46
3.3. Effective action on Project Management on LEED projects In
the Aspect Creation of “Planning Process Group”
Table 12
In the Aspect Creation of “Planning Process Group”
Creation
Weighted Verbal
Of Planning
Mean Interpretation
Process Group
Table 12 shows the weighted mean and verbal interpretation of the aspect
the four subsections and the creation of planning process group for LEED project
was “Recommended”
47
3.4. Effective action on Project Management on LEED projects In
the Aspect Creation of “Executing Process Group”
Table 13
In the Aspect Creation of “Executing Process Group”
indicated the three subsections and the creation of executing process group for
48
3.5. Effective action on Project Management on LEED projects In
the Aspect Creation of “Monitoring & Controlling Process
Group”
Table 14
In the Aspect Creation of “Monitoring & Controlling Process Group”
Monitoring and
Weighte Verbal
Controlling Process
d Mean Interpretation
Group
Execution of Project Management Plan should
be implemented. These plans help identifying
4.49 Recommended
potential problems and future corrective
actions.
Construction phase credits should be
documented and the achievement of credits is 4.37 Recommended
recorded.
The potential scope creep should be reduced
if not eliminated throughout the
implementation of a well-defined scope. The 4.13 Recommended
scope is controlled through the Integrated
Change Management Plan.
The project schedule is monitored to verify
4.39 Recommended
that milestones are achieved
Overall Weighted Mean 4.35 Recommended
indicated the three subsections and the creation of monitoring and controlling
49
3.6. Effective action on Project Management on LEED projects In
the Aspect Creation of “Closing Process Group”
Table 15
In the Aspect Creation of “Closing Process Group”
the two subsections and the creation of closing process group for LEED project
was “Recommended”
50
4. Comparison between the Levels of Effectiveness of Project Management
on LEED Projects when grouped according to Age.
Table 16
One Way Analysis of Variance (ANOVA): Comparison between The
Level of Effectiveness of Project Management on LEED Projects
When Grouped According to Age.
Note: If p value is less than or equal to the level of significance which is 0.05 reject
The null hypothesis otherwise accept.
when grouped according to age, the overall p value was 0.098 which was greater
than 0.05, Therefore null hypothesis was accepted. There was no statistical
51
5. Comparison between the Levels of Effectiveness of Project Management
on LEED Projects when grouped according to Length of work experience
Table 17
One Way Analysis of Variance (ANOVA): Comparison between The
Level of Effectiveness of Project Management on LEED Projects
When Grouped According to Length of Work Experience
Effectivenes
Length Mean F-value p-value Decision Remarks
s
15 years above 3.89
Leadership 12-15 years 4.18 3.840 0.027 Reject Ho Significant
9-11 years 4.36
15 years above 4.14
Planning 12-15 years 4.19 0.324 0.725 Accept Ho Not Significant
9-11 years 4.28
15 years above 4.02
Support 12-15 years 4.17 1.428 0.248 Accept Ho Not Significant
9-11 years 4.29
15 years above 4.26
Operation 12-15 years 4.32 0.288 0.751 Accept Ho Not Significant
9-11 years 4.22
15 years above 4.20
Performance
12-15 years 4.16 1.721 0.187 Accept Ho Not Significant
Evaluation
9-11 years 4.39
15 years above 4.10
Overall 12-15 years 4.20 1.246 0.295 Accept Ho Not Significant
9-11 years 4.31
Note: If p value is less than or equal to the level of significance which is 0.05 reject the
null hypothesis otherwise accept.
according to length of work experience, the overall p value was 0.295 which was
greater than 0.05, therefore null hypothesis was accepted. There was no
Respondent.
52
6. Comparison between the Levels of Effectiveness of Project Management
on LEED Projects when grouped according to Sex
Table 18
Independent Sample t-Test: Comparison between The Levels
of Effectiveness of Project Management on LEED Projects
When Grouped According to Sex
Effectivenes
Sex Mean t-value p-value Decision Remarks
s
Male 4.14
Leadership -0.719 0.475 Accept Ho Not Significant
Female 4.24
Male 4.18
Planning -0.732 0.467 Accept Ho Not Significant
Female 4.27
Male 4.19
Support 0.304 0.762 Accept Ho Not Significant
Female 4.15
Male 4.29
Operation 0.417 0.678 Accept Ho Not Significant
Female 4.24
Performance Male 4.26
0.358 0.722 Accept Ho Not Significant
Evaluation Female 4.21
Male 4.21
Overall -0.118 0.907 Accept Ho Not Significant
Female 4.22
Note: If p value is less than or equal to the level of significance which is 0.05 reject the
null hypothesis otherwise accept
according to sex the overall p value was 0.907 which was greater than 0.05,
53
Chapter 5
In this chapter, the researcher outlined the summary of the study as well as
problems.
Summary of findings
the normative survey technique was used for gathering data. The respondents
were mainly located in UAE, Dubai and Abu Dhabi to which this study was
respondents (56.7% retrieval rate) from the survey done between the period of
The results from the respondents showed that there were 47 male or
69.12% and 21 female or 30.88% which meant that male respondents dominated
projects. The Age revealed 41.18% between 31-40 years old, 32.35% between
54
41-50 years old, 20.59% between 25-30 years old and 4.41% between 51-60
years old. This meant that higher percentage respondents were 31-40 years old
which in turn showed that the level of project management on LEED project was
effective.
believed that ISO 9001 QMS will be effective on project management to LEED
the given aspects of 1. Leadership had 4.17% weighted mean; 2. Planning had
4.21% weighted mean; 3. Support had 4.18% weighted mean; 4. Operation had
4.27% weighted mean; 5. Performance had 4.24% weighted mean. The overall
When Grouped According to Age and Length of Work Experience. The significant
55
difference found on effectiveness of “Leadership” Response with p-value for Age
0.026 and p-value 0.027 for Length of Work experience was less than p value of
0.05, rejecting the null hypothesis. This meant that the “Effectiveness of
of work Experience.
0.907 which was greater than 0.05, accepting the null hypothesis.
Base on the gathered data; the action that may be proposed for effective
and Controlling Process Group and Closing Process Group). The results showed
had 4.31% weighted mean, Initiating Process Group had 4.22% weighted mean,
Planning Process Group had 4.23% weighted mean, Executing Process Group
had 4.30% weighted mean, Monitoring and Controlling Process Group had 4.35%
weighted mean and Closing Process Group had 4.25% weighted mean. The
56
Conclusions
As the United Nation’s calling for sustainable development goal for global
climate change and protection of world resources the GCC countries like UAE that
took their own LEED initiatives had a good impact on sustainable design. But the
effective through process management approach based on “ISO 9001 (QMS) and
PDCA Cycle”. The application of ISO 9001 (QMS) methodology will play a vital
management will be measured based on the outcome and end results of the
application of the efficient and effective processes where in it was the most
was also found to be an effective and efficient way to implement the quality
project management on LEED projects through application of ISO 9001; QMS had
concluded on the basis of the survey and summary findings that the application
57
Recommendations
and project management shall be required for further study and the proposed
recommended action for this processes through application of ISO 9001 (QMS)
group, Monitoring and controlling and Closing Process Group, the PDCA
customer satisfaction.
58
REFERENCES
Books / Manuals
59
Studies / Articles
Behnam. N & Joseph B. J. (2017). Impact of ISO 9001 Standard on the Quality
Cost of Construction Projects in the Philippines: 2017 Manila International
Conference on Trends in Engineering and Technology (MTET-17)
Bon-Gang H & Jac S.T. (2012). Challenge Impact and Solutions Colombo, Sri
Lanka: World Construction Conference 2012-Global Challenges in Construction
Industry Sustainable Project Management for Green Construction
H.Doloi, A. Sawhney & K.C. Iyer. (2012). Structural equation model for
Investigating delay in Indian Construction projects
60
I.S.Ozguler, (2016). The Way of Establishment of the Organization’s Project
Management Process: PM World Journal, Vol. IV, Issue VIII Second Edition
M. Azouz, J.L. Kim, (2015). Examining Contemporary issues for green building From
Contractors perspective, (pp. 471)
62
APPENDICES
63
Appendix 1
LETTER TO RESPONDENTS
Dear Participant,
Warm Greetings.
Thank you very much for your assistance in this important endeavor.
Sincerely yours,
ARNY V. LANA
Researcher
64
Appendix 2
SURVEY QUESTIONNAIRES
Instruction: Please select and put check mark [] items applicable to you on
The Space provided below.
Male Female
1.2.Sex
[ ] [ ]
65
Part 2: Questionnaires
Instruction: Please select and put check mark [] items applicable to you on the
Space provided below.
2.2. PLANNING
1. Actions to address risk and opportunities:
The project team shall plan how to integrate risk [ ] [ ] [ ] [ ] [ ]
management and implement the plan of actions
Into project.
2. The project team shall consider the purpose of
project changes and their potential
consequences; the integrity of the quality [ ] [ ] [ ] [ ] [ ]
management system; the availability of
resources; the allocation or reallocation of
Responsibilities & approval of authorities.
3. The top management organization shall plan; to
address risks. Avoiding risk, taking risk in order
to pursue an opportunity, eliminating the risk [ ] [ ] [ ] [ ] [ ]
source, changing the likelihood or consequences
sharing the risk, or retaining risk by informed
Decision.
4. When planning how to achieve its quality
objectives: the organization shall determine how [ ] [ ] [ ] [ ] [ ]
The result will be evaluated. (Lesson learned)
66
2.3 SUPPORT
67
Instruction: Please select and put check mark [] items applicable to you on
The space provided below.
SCALE;
5
3. What action maybe proposed for effective 4 3 2 1
Project management implementation on LEED
Projects.
SR R SWR LR NR
3.1.PROJECT MANAGEMENT PROCESS GROUP
1. Provide clear definition of management
requirements to implement sustainable design [ ] [ ] [ ] [ ] [ ]
into construction, Project management as per
PMBOK will be applicable to LEED projects.
2. Identify five distinct, phases that incorporate [ ] [ ] [ ] [ ] [ ]
Management knowledge into a successful project.
3. The five Process Groups are: Initiating, Planning, [ ] [ ] [ ] [ ] [ ]
Executing, Monitoring and Controlling, & Closing.
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3.4.CREATION OF EXECUTING PROCESS GROUP
1. Consists of processes use to complete the
work define in the project management plan to [ ] [ ] [ ] [ ] [ ]
Accomplish the project requirements.
2. Design and engineering plans, construction,
sequencing, scheduling, & planning activities [ ] [ ] [ ] [ ] [ ]
Should also be final.
3. The project team is assembled & roles must
be define, including those responsible for the [ ] [ ] [ ] [ ] [ ]
completion & submission of LEED credit
Points.
69
Appendix 3
CERTIFICATE OF STATISTICIAN
70
Appendix 4
CERTIFICATE OF EDITING
71
CURRICULUM VITAE
PROFILE:
Various work experiences in Designs, Building Construction, Hospitality, Retails, F&B, and
Project Management. Founder & Charter President of UAP UAE Dubai Chapter (2009). Co-
Founder & Advisory council of UAP MENA-Middle East and North Africa, (2010-2011) United
Architects of The Philippines. A former reviewer and lecturer of (PRC) Foreign Licensure
Board Examination for Architects in Dubai UAE.
OBJECTIVE:
EDUCATION:
ISO 9001: 2015 (QMS) Certified Lead Auditor, TUVNord, CQI, IRCA, Germany
72
CAREER HISTORY: 13 years working in Dubai UAE and 14 years various
Architectural works In the Philippines
73
Proxemics (In collaboration works with SYN Design)
Project Architect / Construction Manager, 2002-2004
Projects: Orphanage Bldg, Presbyterian Church Building, Greg Celeste Residence, Unit
Fontainebleau, Prince Textile office, Kuryente store, South Villa restaurant renovation, and
1st Banana Leaf curry house restaurant at Greenbelt
74
PMP-Project Management Professional RS-PUP, OU Dubai UAE, 2016
Design the cutting edge by Arch Rolando D. Miranda, 6th Worldbex, Manila
Philippines, 2004
Energy Efficient Lighting Design Technique for Architects By John Richards, 6th
Worldbex, Manila Philippines,2004
Vice Chairman- Co-Founder: Young Architects of the Philippines UAE, Under the
Auspices of Philippine Embassy in Abu Dhabi, UAE, 2009
75
Certificate of Appreciation–Lecturer Reviewer, 2010-2017 Foreign Licensure
Examination for Architects under SPLBE, PRC Board Examination Held yearly at
Abu Dhabi, UAE.
UAP BEST FOREIGN CHAPTER- Awarded on 37th UAP National Convention April
23,2010 SMX MOA Manila, Philippines ( UAP Dubai Chapter President)
REFERENCES:
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